STRATEGIC MARKETING

BUMKT 6923
STRATEGIC MARKETING PLAN
OF WARID TELECOM
Prepared & Presented by
Deen Mohammed
30081839

WARID TELECOM

Warids Head
Office

COMPANY BACKGROUND
Warid Telecom is a joint venture between

Abu Dhabi Group & SingTel Group

In July 2007, telecom giant SingTel acquired
30% percent equity stake in Warid Telecom,
Pakistan, for US$758 million
This partnership is part of a strategy to
support Warid Telecoms continued growth
and to enhance its market position.

VISION
Be a part of largest post paid cellular base

in country and to become the leader in

national communications arena with a
strong international presence

MISSION
Our aim is to be perceived not only as a

telecommunication operator of voice services, but

also as a universal provider of comprehensive
communications services for both residential and
business customers. Warid's corporate identity seeks
to reflect the changes in telecom sector in relation
to helping customers keep pace with rapidly
changing technology in the field of communication,
through maximum network coverage and clear
connectivity that we have committed to provide.

OBJECTIVES
Qualitative
The main objective of Warid telecom is to
compete in the market
Warid also wants to introduce new high-tech
technologies for improved network.
Another new product of Warid Telecom have been
launched which name was GLOW
Warid offered a number free value added services
in it e.g. Internet packages, Low weekend charges,
SMS Bundles and Night Packages etc.

OBJECTIVES(Cont.)
Quantitative
Warid Telecom wants to increase market

share to 35% of the total market in the

year of 2011-2012
Warids main thrust is on increasing the

sale of their product. Therefore, Warid

telecom has set relatively low prices

OBJECTIVES(Cont.)
Financial
Companys financial objective is to increase

profit by using the selling technique of more

selling to maximize profit.
The company not only wants all the financial
benefits but is wants to serve people & by
charging less
The more the people get use of that, the more
profit could be earn by the company.

OBJECTIVES(Cont.)
Marketing
Warid Telecoms one of the most important

objective in the market is to ensure the highest

level of service and customer care. Also
includes:
Launching of customer relationship programs
Make popular the easy load
Introducing new packages

OBJECTIVES(Cont.)
Marketing
Launch sports program for youth
Provide better security for SIM
Achieve effective brand awareness within

consumer market and in business market

Improved distribution channels
Mobile coverage in remote areas of
Pakistan

VALUES
Quality
Transparent
Innovative
Customer Friendly
Simple

ENVIRONMENTAL ANALYSIS
1. Micro Environment
2. Macro Environment

Micro-Environment
. Company
. Customers
. Competitors
. Supplier

ENVIRONMENTAL ANALYSIS(Cont)
Public
Marketing Intermediaries

Macro-Environment
Social
Legal
Economical
Political
Technological

MICRO-ENVIRONMENT
Company:
Warid Telecom is a joint venture between Abu Dhabi
Group & SingTel Group. Warid Telecom commenced
its operations under a landmark MOU agreed upon by
the Dhabi Group and the Government of Pakistan.
Warid Telecom is providing services based on quality,
reliability and affordability in the communication and
media sector.
Customers:
Warid Telecom acquired 17% of mobile phone
subscribers.
In Pakistan, total mobile users cross 100millions while
Warid Telecoms subscribers are over 18 million.

MICROENVIRONMENT(Cont.)
Competitors:
In Pakistan telecommunication market, Warid
Telecoms
competitors are Mobilink(31%), U-fone(20%),
Telenor(24%) and Zong(8%).
Suppliers:
Among Warid Telecoms major partners and suppliers
are Bank Al Falah Limited, MCB Bank Limited, Four
Brothers Group Pakistan, VIVA Telecom, Mobile Zone
Pakistan and NOBEL Communications.
Statement said that it serves international roaming
with over 231 live GSM roaming partners in 141
countries and 128 live GPRS roaming partners in 94
countries and prepaid roaming service in 22

MICROENVIRONMENT(Cont.)
Public:
Mobile Number Portability (MNP) was launched in
October 2009 allowing mobile users to retain their
mobile numbers while changing from one mobile
network operator to another.
Average Revenue Per User(ARPU) of Pakistan
mobile industry today stands at average of US$2.3
.
Marketing Intermediaries:
Warid Telecom has covered 500 cities in Pakistan
with 320 francises and 3 mobile business centers
nationwide.

MACRO-ENVIRONMENT
Social:
During the formation of marketing strategies
warid look a lot of consumer behaviors and
social culture factors which influence the
buying behavior of the Warids product. In his
context warid look various consumer
behaviors and buying pattern of culture.
In the view of successful marketing strategy
socio-cultural factors influence very much. So
it involves the way how consumer think and
feel and how they interpret warid in such an
Islamic country.

MACROENVIRONMENT(Cont.)
Legal:
Minimum legal restriction for about a decade
had made Pakistan a highly competitive market,
because consumers are not bound by long-term
contacts to cellular service companies. Rather,
the consumer simply needs an ID card
photocopy to set up a connection, or switch to
another provider.
Current situation in Pakistan has made Govt. to
think on legal control on issuance of
connections because most of the terrorism
activities were done with the help of
connections that were either on fake or un-

MACROENVIRONMENT(Cont.)
Economical:
With a per capita GDP of about $2600 in 2006, the
World Bank considers Pakistan a developing country.
No more than 48.7% of adults are literate, and life
expectancy is about 63 years.The population is
growing at 2.09% annually. The Gross Domestic
Product in the country was $106.3 billion with an
annual growth rate of 6.4% in the same year
Short term and long term state of trading should
been considered in Pakistan. Inflation rate was
controlled by the State bank this authority have a
strict eye on , economical issues. But besides this .
have high increasing rate of unemployment as well
as increasing level of poverty.

MACROENVIRONMENT(Cont.)
Political:
The actions like Level Playing Field Regulation, out of
court settlement case and all related activities in this
that affect the organizations performance which is very
important for any organization to remain in on-going
competition.
Government decisions like Telecom Regulation,
Issuance of Mobile Operator license and decrease and
increase in Tax rates also affect the Overall
performance.
Technological:
In Pakistan Companies have technology by which they
can compete in the industry and now there is usage of
heavy investment for building and upgrading the
infrastructure of organization.

KEY SUCCESS
FACTORS
THE NETWORK:
Custom-made network for countrys

environment.
Congestion-free connectivity in all coverage
areas.
Roll out plan for complete national populated
coverage.
Fully redundant network.
Robust design catering to future needs.

KEY SUCCESS
FACTORS(Cont.)
SERVICE BEYOND COMPARISION:
Customers are the most important element in Warid.
Warid work with customers to gain an understanding
of their business, their goals and their objectives, to
ensure that they receive the best possible services
and the right solutions to meet their demands.
Warids highly trained and well-groomed team of
Customer Service Executives is on hand 24 hours to
provide personalized care to their esteemed
corporate clients.

KEY SUCCESS
FACTORS(Cont.)
INNOVATION :
Warid is committed to providing superior

levels of professional services to all its

customers- before, during and after the
deployment of leading solutions.
To accommodate their customers
demands, have deployed the state of the
art 2.5G EDGE compliant networks.

KEY SUCCESS
FACTORS(Cont.)
BEST PRACTICES:
Warid believes in a process driven set up

with comprehensive business processes

covering all our activities.
All business processes are ETOM
complaint as per accredited international
standards.

KEY SUCCESS
FACTORS(Cont.)
GSM CELLULAR SERVICES:
Warid telecom decided to opt for GSM

technology as it is the global standard for digital

cellular telephone service.
Warid telecom would be launching its cellular
services based on 900 & 1800 GSM technology.
In order to optimize the utilization of frequency,
thus ensuring the highest quality and services.

STRATEGIC SWOT ANALYSIS

STREANGTHS:
Related Business
Geographic presence
Innovation
Brand equity
Extensive distribution channels
Market oriented
Low price

STRATEGIC SWOT
ANALYSIS(Cont.)
WEAKNESSES:
Unpredictable market
Unskilled workforce
No existing alliances
Low initial returns
High turnover rates
Less experience
Less coverage

STRATEGIC SWOT
ANALYSIS(Cont.)
OPPORTUNITIES:
New products
Overseas
Technology
Growth in the market
Customer
Develop

STRATEGIC SWOT
ANALYSIS(Cont.)
THREATS:
Downturn in economy
Little potential differentiation
Unstabality
Employee retention
Short product life cycle

STRATEGIC
THRUST
FOCUS :
Market Segmentation (Focused) by Warid by
catering needs of people.
Hay created image by tag line We Care for
everybody, and will provide best quality service.
In keeping with this focus on providing
customer-delight,they given post paid packages
for middle class which called Zem and for elite
business class they introduce Zahi.

STRATEGIC
THRUST(Cont.)
SYNERGY:
Warids ability to synergise among its SBUs will
enhance its revenue through increased customer
satisfaction and reduced capital expenditure
(CAPEX) and operating expenditure (OPEX).
Warid must streamline its offering as a bundle or
package to its customers i.e. Warids mobile
(Postpaid or Prepaid) and Warid Broadband.
Warid focus on delivering innovative solutions to
customers can be incorporated into its existing
business i.e. introduce mobile advertising.

STRATEGIC
THRUST(Cont.)
THE PREEMPTIVE MOVE:
By focusing and synergising, Warid will be

able to create new standards in the mobile

industry and increase its market share as a
market challenger.
Warid is able to differentiate itself and attack
Telenor or Mobilink by offering the latest
iPhone 4G which is not available in other
competitors in Pakistan market yet.

STRATEGIC
PTIONS
DEFEND STRATEGY :
Connexion
MobileMoney
ATTACK STRATEGY :
Apple iPhone Value Plan
GE MATRIX :
Ad-Alert

STRATEGIC MAEKETING MIX

Products & Services:
Connexion and MobileMoney
iPhone Value Plan
AdAlert

Price:
The offer on ConneXion incentive in term of free

talktime to Warid customers that is able to signup

new postpaid users.
The reward is based on each signup, FREE Talktime
of Rs30 per customer.
Pricing on the AdAlert will be based on commission
derived from agreements with retailers.

STRATEGIC MAEKETING
MIX(cont.)
Place:
Wadid has 84,858 retail outlets, 320 francises
& 3 mobile business centers nationwide.
Warid also operates using its 24-hours
customer service line, online customer
service (OCS).
Utilising its database, it can reach out to
potential customers and users on ConneXion,
Mobile Money and AdAlert.

STRATEGIC MAEKETING
MIX(cont.)
Promotion:
Advertising in local newspapers i.e. Sunday

Times, Daily Intekhab, Daily City News etc.

Road shows & Trade shows at selected shopping
complexes and main cities nationwide.
Online advertising and social media through
www.waridtel.com, e-mails blast, Facebook,
Twitter etc.
Advertising in local television channels, i.e. PTV,
GEO TV, AIRY DIGITAL etc.

STRATEGIC MAEKETING
MIX(cont.)
People:
Employees: Training of employees involved
in the supply chain and operations of
Connexion, MobileMoney and AdAlert .
Marketing Intermediaries: To train key
distributors and resellers on the promotion
package of iPhone Value Plan.
Users: Create awareness through
advertisement and road shows.

STRATEGIC MAEKETING
MIX(cont.)
Process:
Warid processes can be simplified through

use of Standard Operating Procedures

(SOP).
Warids process flow chart such as for
handling non-compliance of mobile
advertising and services i.e. for AdAlert .

STRATEGIC MAEKETING
MIX(cont.)
Packaging:
The packaging for physical product i.e.
Apple iPhone is crucial to attract the
customer attention while on a broader
scope.
The marketing materials i.e. brochures,
pamphlets etc. for promotion of iPhone,
Connexion, MobileMoney and AdAlert are
important to inform and engage customers
to buy.

FINANCIAL
PERFORMANCE
The projected revenue, balance sheet and cash

flow for Warid operations from 2012 to 2014

with the introduction of the three new product
and services will help Warid to increase its
revenue from Rs. 65.3 billion in 2012 to Rs. 72.4
billion in 2014.
MARKETING BUDGET

To launch the three new product and services,

the operations, advertising and promotion (A&P)

budget is expected to hit Rs.150 million from
2011 to 2014.

CONCLUSION
The three strategic thrust of Focus, Synergy and
The Preemptive Move will enable Warid to employ
strategic options to compete in the saturated
mobile market i.e. penetration of over 100% and to
growth the non-voice segment which is a crucial
critical success factor. The three new product and
services by Warid i.e. ConneXion and MobileMoney,
iPhone Value Plan and AdAlert is projected to help
Warid to increase its revenue from Rs. 64.3 billion in
2011 to RM 82.1 billion in 2014. This can be
achieved through its SBU synergy especially
effective use of marketing mix .

The End

Thank you